This study intends to investigate the state of perceived balance between work and life(family/leisure) among organizational members and to suggest the policy implication for balance between work and life by identifying the factors of individual and or...
This study intends to investigate the state of perceived balance between work and life(family/leisure) among organizational members and to suggest the policy implication for balance between work and life by identifying the factors of individual and organizational level that are influencing on the balance between work and life. The survey is conducted with 160 members employed by 2 organizations from railroad enterprises(KORAIL and SMRT), and it's main results and implications are summarized as followings.
With respect to the perceived balance and conflict between work and life, it is found that while work life of respondents in this study tends to invoke some conflict in relation to family life, they feel getting vitality for work after spending time with their family. In relations to leisure life, while their work life are not likely to lead conflict in leisure life, they tend to feel relaxed and energetic after enjoying leisure life.
The organizational culture supporting the balance between work and life shows a positive effect on the passive balance between work and life that indicates the absence of conflict. This result again suggests that the organizational culture is very important in enhancing and maintaining of the balance between work and life of organizational members. In addition, another meaningful result is the fact that the ability to manage life both in family and leisure on individual base is such an important factor in the positive spillover to work from life, the active balance between work and life of organizational members. This means that when the organizational members want to enhance their balance between work and life, they need as well to take advantage of the institutional support offered by their organizations as to have their own capability of managing family and leisure life. The lesson is that the more they can spend good time with family, the more they can have open communication with family, and the higher capability to plan and see family life, the higher the balance between work and family life will be. In relation to leisure life, the higher capability to plan and see leisure life, and the more they can have leisure activities to enjoy, the higher the balance between work and family life will be.
In this respect, the active balance between work and life should rather not be attributed totally to his or her individual responsibility, than to a certain degree to the institutional support of organization that includes training programs to provide practical know-how and information for managing family and leisure life as well as to enhance the work skill.
It is self-evident that long-term sustainable growth of every organization would be impossible without caring for the employee's quality of life. Nevertheless, we are likely to think it is sort of difficult to find the answer for 'so what' question. The result of this study actually suggests a clear solution for this problem, that is, every organization should take action for helping its members to enhance the balance between work and life, by means of changing its work system more efficiently and supporting its members to manage their own life more effectively.